The concept of OKRs originated in Intel attributed to Andy Grove, and popularized by John Doerr; he took it to Google way back in 1999 when they were about 60 people and two decades later, they still use it! In the words of Larry Page, CEO of Alphabet and Co- Founder of Google, “OKRs have helped lead us to 10X growth, many times over.”
When it comes to OKR Management (Objectives and Key Result Areas) , spreadsheets are probably the go-to option when organizations are smaller. However, with that aspiration to get to '10X' growth and teams rapidly scaling beyond 20 members, one would probably realize it's about time to switch from Spreadsheets to an OKR tool.
You just inducted your employees to the increasingly popular goal setting framework OKRs (Objectives and Key Results). You stand there expecting beaming faces. Instead, what you see is a bunch of skeptics staring back. Fret Not! You are not alone.
Remember your maiden bike ride without the training wheels? You get on that seat waiting to ride away. The handle bars suddenly play truant; you remember peddling slowly, frantically reaching your feet to the ground and most of all thinking about how not have that painful fall! A first time OKR implementation could feel as overwhelming. As the company CEO, Business Leader or Manager you have the badge of honor to set direction. You come across this great goal management tool, with a precedence of 10x success for Google.
In 2012, when Adobe’s Senior Vice President of People Resources, Donna Morris, took a bold stance of ‘We want to abolish the performance review format’, the wave that Check Ins created across Social Media made organizations frenetically move to rejig performance management.
By 2025, Gen Zs & Ys will represent more than 75% of the global workforce, forcing employers to craft experiences that go beyond engaging to building deeper connects. A survey conducted by Fitbots on ‘Making Performance Management Real’ reveals that 61% of GenY & Gen Z s would find Performance Management Exciting if their goals are defined better and feedback is continuous.
Even if this 1970 race against time, to get three astronauts back to earth is a fading memory for many, it is recalled time and again when we shout out TEAM WORK.
McGregor’s Theory X and Y, the most recalled of all motivation theories defined an inflection point in management. How managers moved to a new way of viewing and managing their people characterized by less of directing and more of participating, from being extractors to nurturers. This called for a huge leap of change in management behaviours.
The power of feedback has done the rounds for decades; tones of development dollars being invested in upping managerial capability, with ‘how to give feedback’ being core to managing teams. Yet managers often struggle with this very skill which doesn’t always come naturally.